Formation of Human Resource Management System in Organizations

Abstract

1. Introduction The transition to a market economy under the conditions of the restructuring of the Russian economy has led to the emergence of a fundamentally new situation in the field of human resource management. There are certain requirements that are specified for each person, for his/her knowledge, special training, career development, self-realization, the process of his/her professional development (Zaytseva, 2002; Sultanova and Chechina, 2016). Today business is dynamically developing and its requirements in terms of staff have been increased. Organizations and companies need competent experts who will be engaged in the development of new technologies, products and processes. Currently, in studies on the problems of personnel and human resource management there is a lack of standardization of categorical and conceptual apparatus; it is possible to detect a number terms and definitions used according to a variety of core bases: personal management, personnel administration, personal and industrial relations, human resource management, human being management, etc. (Novikov, 2013; Theriou, 2015; Theriou et al., 2014; Havlicek et al., 2013; Firuscu and Popescu, 2015). 2. Literature Review The main discussion around the differences in personnel management (PM) and human resource management (HRM) can be reduced to the following two questions: 1. To what extent HRM model is a deviation from the dominant orthodoxy of personnel management or is it just the thing that good HR managers have always done? 2. To what extent have the organization actually adapted HRM model in practice? What is the difference between PM and HRM - the answer to this question was given by M. Armstrong (Murashova, 2012) "Some HR managers do not represent what is behind the acronym of HRM, according to others this concept is only "old wine in new bottles" (Armstrong, 1997). 3. Concept headings From the standpoint of social and economic psychology, HRM is a strategic and holistic approach to managing people, who individually and collectively contribute to the achievement of organizational goals. Based on the analysis of the main similarities and differences of approaches to personnel management and human resource management Table 1 shows the characteristics of the strategic and traditional approaches to HR. Terminology differences may be related to the nature and directions of activities. Thus, the term "personnel" is often used by small firms (where fewer than 100 people are employed) (Morozova, 2016). Those who use the term "human resources" are large companies and organizations with the number of employees more than 2500 people. Qualitatively the new approach to human resource management allows linking organizational and management structure of the personnel policy of the organization with the main purpose of its activities, defined by development strategy (Zaytseva, 2012). Approaches to personnel management in the common organization management system do not occur randomly, but under the influence of several groups of factors, of the first and the second order, which determine the maturity of the organization, its internal readiness to move to more modern methods of management (Murashova, 2012). The factors of the first order (internal forces) have a direct impact on the human resource management system. Second-order factors (external forces) influence indirectly, by creating external conditions for the existence of the organization. Among the internal forces that affect the formation of the concept of human resource management of organization, there are primarily administrative and managerial, social and cultural and personal factors that shape the content of the institutional human resource management of organization that have been highlighted (Myakushkin, 2005). It is these factors which determine the internal readiness to move to the current level of human resource management, which are the premises and at the same time the driving forces of this transition, or, on the contrary, are like barriers and hamper the change in human resource management system. …